Conflict

Conflict

Part # 1 3 types of conflicts.

Part # 2 Conflict levels.

Part # 3 3 reasons that conflicts grow.

Part # 4 Negative results of conflicts.

Part # 5 Positive results of conflicts.

Part # 1 3 types of conflicts

Conflict type # 1 Conflict about what people have

Level # 1: Have Results Products Level # 2: Do What people do How people do things Level # 3: Be Why people do things How people think Values Personality

Examples Physical / structural / manufactured capital  Land.  Buildings.  Vehicles.  Machines, tools, hardware.  Furniture.

Financial capital  Shares.  Bonds.  Cash.

For a conflict to be a conflict, a limited / scarce resource, that both parties want / compete for, need to exist.

Source Fred Kofman. http://youtu.be/Uo_5fKKaxUk

Conflict type # 2 Conflict about what people do or how people do things

Level # 1: Have Results Products Level # 2: Do What people do How people do things Level # 3: Be Why people do things How people think Values Personality

Broad target

Narrow target (Particular customers or markets)

Low cost

Differentiation

Low cost strategy

Differentiation strategy

Low cost focus strategy

Differentiation focus strategy

Example # 1. How is marketing done?

1-way communication or 2-way communication.

Example # 2. How is office space designed?

Open and bright or Closed and dark.

Example # 3. How is work organized?

Hierarchies or use of social media.

Example # 4. How are people paid for work they do?

A manager decides who is paid how much or Everyone decides who is paid how much.

Example # 5. How do managers communicate?

Command, give answers or Ask questions, listen.

Example # 6. How is education done?

Standardized or Individualized.

A person acts according to the values and norms of his or her culture; another person holding a different worldview might interpret his or her behaviour from an opposite standpoint. This situation creates misunderstanding and can lead to conflict.

Source http://www.colorado.edu/conflict/peace/example/will5746.htm

Conflict type # 3 Conflict about how people think

Level # 1: Have Results Products Level # 2: Do What people do How people do things Level # 3: Be How people think Why people do things Values Personality

Example 1

9

People should be very careful not to make any mistakes at work

People should continously try out new things at work

On a scale from 1 to 9, where would you position yourself? Why?

Creativity Curiosity Freedom Experimentation Daring

Variation

Ambition Individualism Competition Dominance Control Power

Equality

Helpful

Honesty Forgiving

Love

Friendship

Tradition Family Discipline Conformity Security Clean

Other sources http://www.scribd.com/doc/34862800/Values http://www.scribd.com/doc/36200010/questions-to-discover-your-values

Part # 2 Conflict levels

Part # 3 3 reasons that conflicts grow

Reason # 1 More changes and more stress Source http://www.isct.net/isct/html/left/forschung/download/syst_konfliktcoaching.pdf

Conflict Frustration Aggressiveness Anger Stress Change

Constantly online

Many friends / contact persons, e.g. on social media

High speed in life

High demands from family, friends, and/or work collaborators

Frequent change of job content Changing working hours

Stress

Personal identity depends on job

High ambitions

Change of place of work / living

High degree of responsibility for other people

High demands for constantly learning new / innovating Lack of influence on own job

High demands for performance

High degree of insecurity in job

Being able to manage and relieve stress in the moment is the key to staying balanced, focused, and in control, no matter what challenges you face.

Source http://www.helpguide.org/mental/eq8_conflict_resolution.htm

http://www.slideshare.net/frankcalberg/ideas-to-prevent-stress

Reason # 2 More communication across functions, hiearchies, companies

The growth in organizational interdependencies, the shift to collaborative team-based structures, increased diversity, and heightened environmental uncertainty all have the potential to result in substantially higher degrees of organizational conflict.

Sources Callanan, Gerard A. & Perri, David F.: Teaching Conflict Management Using a Scenario-Based Approach.

Amason, 1996; Amason, Thompson, Hochwarter & Harrison, 1995.

Reason # 3 More communication across global markets and cultures

As organizations continue to expand globally, culture has added even more complexity to the organization, and, as a result, firms are making teams and groups increasingly more important in solving complex issues.

Source Stewart & Barrick, 2000; West, 2002.

Lang, Matthew: Conflict Management: A Gap in Business Education Curricula.

The growing complexity of organizations, use of teams and group decision making, and globalization are likely culprits.

Source Jassawalla & Sashittal, 1999; Jehn, 2000; Kahai, Sosik, & Avolio, 2004; Pfeffer & Veiga, 1999; Tjosvold, 1985.

Lang, Matthew: Conflict Management: A Gap in Business Education Curricula.

Part # 4 Negative results of conflicts

Strong conflict makes performance worse

Source http://images.flatworldknowledge.com/bauer_1.1/bauer_1.1-fig10_004.jpg

Conflict not managed will bring about  delays  disinterest  lack of action  in extreme cases a complete breakdown of the group.

Sources Parker, 1974. http://ohioline.osu.edu/cd-fact/l701.html

Unmanaged conflict may result in withdrawal of individuals and an unwillingness on their part to participate in other groups or assist with various group action programs.

Sources Parker, 1974. http://ohioline.osu.edu/cd-fact/l701.html

According to surveys, managers spend more than 20% of their time dealing with conflict or its aftermath.

Sources http://sampleresearchproposals.blogspot.com/2010/01/impact-of-strategic-conflict-management.html Lang, Matthew: Conflict Management: A Gap in Business Education Curricula.

When we have crises, people pray more.

Source: Interview with Lionel Tiger, anthropology expert. http://bigthink.com/ideas/20158

Religion and wealth

Source http://pewglobal.org/reports/display.php?ReportID=258

Part # 5 Positive results of conflicts

Conflict can at times serve to stimulate change.

Source Morgan, Gareth: Images of Organization, p. 201.

 Conflict can help maintain an optimum level of stimulation and activation.  Conflict can contribute to an organization’s adaptive and innovative capabilities.  Conflict can serve as a basic source of feedback regarding critical relationships, the distribution of power, and the problems that require management attention.

Source: Miles, 1980.

The dynamic tension that results when executives go head-to-head can be a source of great creativity, excitement, and even strength.

Source Guttman, Howard M.: Conflict Management as a core competency for HR professionals.

People and Strategy, 2009.

The word crisis derives from the Greek word for ”decision”.

Source Levine, Robert: A Geography of Time, location 2642.

Teams that debated their ideas produced an average of 25% more ideas than the other teams in the same period of time.

Source http://99u.com/articles/7224/Why-Fighting-For-Our-Ideas-Makes-Them-Better

Conflict management strategies http://www.slideshare.net/frankcalberg/conflict-management-1537777